brought to you by COREView metadata, citation and similar papers at core.ac.uk

provided by Research Papers in Economics

President of the Editorial Board Ioan TALPOŞ

Editor-in-Chief Marilen PIRTEA Assistant -Editor-in-Chief Carmen BĂBĂIŢĂ

Senior Editor Alexandru JIVAN Editors Costinel DOBRE

Doina DĂNĂIAŢĂ Vasile DOGARU Camelia MARGEA

Language Advisors Monica BOLDEA Anca MAGHEŢIU Iulia PARA

Editorial Secretary Alina ALMĂŞAN Miruna NĂCHESCU

Webmaster Romeo MARGEA

Editorial Board

Robert W. ACKRILL Nottingham Trent University, United Kingdom

Vasile COCRIŞ “Alexandru Ioan Cuza” University, Iaşi, Romania

Maurice CHENEVOY Université d’Auvergne Clermont-1, France

François FULCONIS Université d’Avignon et des Pays de Vaucluse, France

Orio GIARINI L’Istituto del Rischio, Trieste – Milano – Ginevra

Aurel IANCU National Institute of Economic Research, Bucharest, Romania

Vasile IŞAN “Alexandru Ioan Cuza” University, Iaşi, Romania

Nigel HEALEY University of Canterbury, Christchurch, New Zealand

Dinu MARIN Academy of Economic Studies, Bucharest, Romania

Dumitru MATIŞ “Babeş-Bolyai” University, Cluj-Napoca, Romania

Kozo MAYUMI University of Tokushima, Japan

Philippe ROLLET Université des Sciences et Technologies de Lille, France

Mihai ROMAN Academy of Economic Studies, Bucharest, Romania Guy SOLLE Institut d’Administration Economique de Metz, France

Ion STANCU Academy of Economic Studies, Bucureşti, Romania

Nadine TOURNOIS Université de Nice Sophia Antipolis, France

Tab

le o

f co

nte

nt

Human Resource and Quality Management and Colliding Gyroscopes. An Alternative Way of Looking at Value Creation in Organizations ................ 203Joop VINKE Loredana ORHEI General Considerations on Leadership in the Hospitality Industry. Conceptual Analysis and Practical Studies .............................................. 213Andreia ISPAS Why Financial Strength Comes from People. The Case of IBM ..................... 221Liviu ILIEŞ Melinda PLEŞCAN Ioana Natalia MUREŞAN Study on the Impact of Economic Instability in Mehedinti County SMEs Management ...................................................................................... 227Ecaterina Cristina AVRAM (CACALICEANU) Diagnosing the Potential of Renewable Energy in Romania ........................ 237Ionuţ-Cosmin BĂLOI Design Challenges for Innovation Management on Agro-Food Sector .......... 247Gianita BLEOJU Considerations on Performance Management Models of Work Teams in the Context of Globalization ............................................................... 263Daniela HAŞ Country-of-Origin Effect in International Trade ......................................... 271Andreea APETREI Claudia PETRUŞCA Strategic Approaches Within the Mobile Telecommunications from Romania Using the Pehrsson Model ................................................ 277Georgeta-Mădălina MEGHIŞAN Contingency Factors of Virtual Organizations’ Emergence .......................... 285Alexandru Ionuț ROJA

201

Key Words:

Management, performance,

interculturality, work team,

models. JEL Classification: M12.

In the context of today ‘s business world the multinational companies use as ma-nagerial instruments the intercultural working teams (IWT). The performance management seems to be problematically within this kind of teams. Their members are liable to bring on a large scale dif-ferent points of view related to proper ways of reward, recognize, estimate as well as train and develop the working team members. IWT are the interaction's expression between people with different values and behaviors, derived from vari-ous national and/or organizational cul-tures. This document is an introduction of an extensive study that is ongoing and aims to clarify if and why the intercultural teams are differently managed as the mo-nocultural teams and what does this dif-ference consist of. Ensuing from biblio-graphical research, I have identified up to now various performance management models applied to the working teams. Now I will follow how these models could be applied, improved or combined, in the context of intercultural component of working teams.

CONSIDERATIONS ON PERFORMANCE MANAGEMENT MODELS OF WORK TEAMS IN THE CONTEXT OF GLOBALIZATION Daniela HAŞ *

* Ph.D candidate, West University of Timişoara, România

PURPOSE Managers are facing the rising pressure on companies touse staff from various countries. It is important to knowhow they manage to adapt themselves or to approachdifferent management styles when dealing with themanagement of an EIM.

The positive impact of using EIM is insufficiently tapped inthe Romanian companies, perhaps also because of theinaccurate knowledge of the techniques used by well-known managers which they apply in EIM environments.These practices are available for everyone, being found inthe dynamic process of management of teams whichobtain remarkable results and have passed the test oftime.

HYPOTHESES

Intercultural management increases the chances of anintercultural work team to become efficient with respectto the management of a monocultural team.

EIM has more chances of becoming efficient if managersuse intercultural management. Without management thechances are small, “cultural diversity management beingan advantage for performance” (Seymen, 2006). Withmanagement specific to the monocultural team, thechances increase; however, probably not significantly.

RESEARCH METHODOLOGY The research is carried out in companies in Romania(Alcatel, Continental, Delamode Romania and others).

The research methodology applied so far consists of:

• studying the Romanian and foreign specialty litera-ture regarding performance management of teams;

• studying specialty magazines, academic publica-tions, reports, articles, papers, sites offering infor-mation on this field;

• semi-structured interviews addressed to managersand the other members of the teams.

263

Daniela HAŞ

RESEARCH CONTENT Why do companies open to promoting cultural diversity in the composition of teams? The answer would be because the EIM, i.e. the one whose members belong to several national cultures, more than two, is the most important organizational form currently existing, which provides the most efficient use of technological resources, knowledge, competencies and creativity of people from various cultures (Bibu&Brancu,2008). EIM thus contributes to obtaining performance, being capable to make better decisions and to produce remarkable results.

Managers use the teams in order to transform challenging opportunities into remarkable successes, in order to attain high performance levels, using performance management1.

Managers with international experience in carrying out tasks and leading teams will be however less well placed (Dowling et al., 2009) on the labour market, having intercultural competence. It has been proven that many times, certain exterior managerial failures do not reside in the technical incompetence of the manager, but in ignoring the dynamics of intercultural experience. The IC model (Alexei&Milter, 2004) of intercultural competence is based on the assumption that it requires three

1 www.asiorg.com/solutions/teams.htm

components: sufficient cultural knowledge, abilities, as well as the cultural empathy of the members of a multicultural team.

In the first stage of the research we have identified several management models of the work team:

Because we were talking about empathy, The3-Dimensional Team Work Model (Yeh Elizabeth et al., 2006) correlates the process of team evolution with the roles attributed to its members. It is a model whose applicability depends on the individualistic or collectivistic culture environment.

The practical implementation of this model firstly involves that the team have managers willing to commit to supporting the teams and who are able to create environments which lead to a successful team. If we are dealing with teams formed for solving problems, it is important that the leader examine the values, the mission and the objectives of the organization in order to make sure that the teams operate with the objectives and the business strategy in their minds. Managers must gain buy-in employees involved in the concept of team work.

The model offers managers the posibility to continue the process of development of the teams.

Figure 1. The 3-Dimensional Teamwork Model

Source: Yeh Elizabeth et al., 2006: 194

264

CONSIDERATIONS ON PERFORMANCE MANAGEMENT MODELS OF WORK TEAMS IN THE CONTEXT OF GLOBALIZATION

THE TEAM EVOLUTION, based on the model, is the representative of the evolution process of team work, by forming, developing and renewing it. In order to obtain performance, the authors recommend managers to act in this stage, respectively to form the team, develop it in the sense of building team relations and renewing the team (by developing new competencies by team learning and exploration of innovative approaches regarding team work).

The model supports the development of the team role, of team relations, the evolution of the process of development of the team. The authors consider that a proper organizational environment and clearly defined roles within the team contribute to the attainment of the objectives of an efficient evolutional team.

Other authors who promote the idea that performance management of the team depends on the proper organizational environment are Low Sui-Pheng and Sarah Danielle Khoo (2001), who propose the implementation of the Model of the 5S in organizations (promoted by Toyota , Siemens Corporation, Hewlett-Packard) in order to facilitate the participation of employees in generating new ideas.

Unlike the previous model, the research carried out by Courtney Hettie et al.(2007) explains the dynamics of the 5 dimensions of the DOT Team Model (DOT The Dynamic Organic Transformational), referring however only to teams of knowledgeable workers (Knowledge-worker).

The model is a vast and holistic approach for reaching high performance. By applying the 5 dimensions the model allows for an optimal correspondence between the high performance team and the environment, allowing the members of the team to respond effectively to the dynamics of change and the consolidation of team performance.

The model has been developed in order to answer the question which are the key elements helping the teams with knowledge – workers become efficient in a complex, continually changing environment, one of the premises being that an organizational culture of learning creates a proper environment for innovation, high performances and efficiency.

It is a model applicable to measuring the performance of teams of people who think, not whose work result is services or easily quantifiable objects.

Guido Hertel, Susanne Geister and Udo Konradt(2005) talk about the Efficient Virtual Teams Model in the context of 5 phases of the life cycle of the team.

Phase A Phase B Phase C Phase D Phase E

Preparation Launching Performance Management

Team development Abolishment

As one can notice, Performance Management represents a distinct phase, having the components: Leadership, Communication Regulation, Motivation, Knowledge Management. According to the formulated hypotheses, if we go further and imagine a virtual EIM, we would also integrate in Phase C intercultural Management containing also the “communication regulation” and the “motivation forms”.

It would ultimately be a model recognizing the intercultural Management and the Knowledge Management as being components of Performance Management of EIM.

Figure 2. Enhancing team performance management trough 5S

Source: adapted according to Low Sui-Pheng and Sarah Danielle Khoo, 2001: 106

Enhancing Team

Performance Management

Seiketsu (Standardisation)

Seiso(Cleanliness)

Shitsuke (Discipline)

Seiton (Neatness)

Seiri (Organization)

Figure 3. The D.O.T. team model

Source: Courtney Hettie S. şi a., 2007: 39

265

Daniela HAŞ

Other authors (P.Catska, C.J.Bamber, J.M.Sharp, P.Belohoubek ,2001) consider that the adequate management style of teams, which leads to performance, must be applied depending on various situational factors presented in a Model of implementation of high performance teams. (Figure 4)

The model brings into discussion “the group culture” which I consider to be relevant when we talk about teams which function for a sufficient period of time as to crystallize, especially when we are dealing with intercultural teams. I think that here it is important to find

solutions for integrating the cultural features of the team members. However, in principle, group culture coincides with the organizational culture in whose context the team carries out its activity.

Daniel J. Alberts Markic (2007) create a conceptual framework for team performances, which includes in the functions of the team the communication with stakeholders and the development and codification of the knowledge of the group ( team functions – finalizing tasks, sustaining the members, communication with external stakeholders, sharing of transfer of knowledge to the

Figure 4. Factors affecting successful implementation of HPTs

Source: P.Catska et al., 2001: 128

Figure 5. The four quadrants of integral teamwork

Source: adapted according to Cacioppe Ron and Roger Stace , 2009: 224

266

CONSIDERATIONS ON PERFORMANCE MANAGEMENT MODELS OF WORK TEAMS IN THE CONTEXT OF GLOBALIZATION

management of the organization of suppliers or clients, development and codification of the knowledge of the organization).

This Model of multidisciplinary teams in organizations which create knowledge develops eight factors which lead to team performance: the clarity of the mission, the involvement of key experts, understanding multidisciplinarity, the efficiency of the team, the welfare of the group, the interrelation of the team with the product users, leadership, organizational support.

If we refer to the factor “interrelation of the team with the product users” the model ensures, like the DOT model, the adaptability of the team to the dynamics of change of the external environment.

The authors Ron Cacioppe and Roger Stace(2009) bring into discussion the performance of the integral team (integrated, I would say). The construction of the ITEM Model - The Integral Team Effectiveness Measure can be applied to managers and existing teams, without taking into account the variables related to the selection, the personality of the members or the environment conditions. This framework suggests that an integrated understanding of the team requires an appreciation of both phenomena, individually and collectively, as well as of the objective aspects (behaviour, structure) and subjective aspects (affective, cognitive) regarding the team.

It may be adequate to introduce a nucleus inside this model, respectively THE TEAM WELFARE, component which in fact also appears in the previously presented model. Moreover, I consider that this disposition of the dials confirms that performance means efficiency, effectiveness and satisfaction at the work place.

Cherles Margerison(2001) tested The Model of the 9 competencies of the team in various industrial fields and cultures, considering the competencies inside the team as being the key of team performance.

(1) Counseling – receiving and carrying forward the information

(2) Innovation – creating and experimenting new ideas (3) Promotion – seeking and presenting opportunities (4) Development – evaluation and testing the new

approaches (5) Organization – establishing the way in which “things

will go” (6) Production – creating and delivering outputs (7) Inspection – control and auditing of work systems (8) Maintaining – elevating and keeping safe the

standards and processes (9) Connection – coordination and integration with the

other components

If we come back to efficiency as a component of performance, Meredith Ross, Erick C. Jones, Stephanie G.

Adams(2008) have made a Model of predictability of team efficiency in the case of candidates qualified from the ethnical point of view to be members of a team.

The research started from the quantitative estimation of the team efficiency by a performance function, behaviour, attitude, style of the team members, organizational culture.

Te= f(P,B,A,M,C),

the diagram of variables which determine team performance being of the form: see Figure 7.

Based on an individual index of performance, function of behaviour, performance and attitude, by quantifying the values of an efficient team this research could be a valuable link of qualitative evaluation of the quantifiable description of an efficient team. Furthermore it is however necessary to research how the characteristics of an individual influence the team efficiency (which could be done for instance with the help of a diagram), but also the cultural aspects if we are dealing with EIM.

Knowing this will allow managers to select “the best set of persons” to work together as an efficient team. An early evaluation of the team members gives the manager the possibility to carry out their proper training or to intervene in order to change a mixture of persons chosen for the team so as to induce its synergy .

A model which takes into account the individual characteristics is “Methodology of Diagnosis of the work team ever since the training phase, of Susan Nash (1999), developed in several stages, finalizing with creating a plan for the improvement of the SCORE based on the team profile.

Figure 6. Team competencies model

Source: adapted according to Margerison Cherles, 2001: 118

267

Daniela HAŞ

The author takes into account various types of temperament, showing what kind of challenges can be attributed to each type of temperament (artisan, defender, rational, idealist) in the context of temperament versus performance.

The inefficiency of monitoring and controlling the application of the decisions, considered to be some of the causes of team management failures, have been the

object of the research carried out by Ana Schetach(2009). The research was finalized by reviewing the RDSM Model (The model of decision – square). The revised model consists in the logical sequence of familiar knowledge, practically a reorganization of the meetings, being a model of task assignment, of monitoring the correct fulfillment of same, so that team members can be together in starting up a project, but each of them with their own responsibility.

Figure 7. Diagram of variables which determine team performance

Source: Ross T. Meredith et all., 2008: 256

their subcomponents being the variables:

1 Interesting, stimulating work 8 Cross-functional cooperation and support

2 Accomplishment and recognition 9 Effective communications

3 Conflict and problem resolution 10 Clear project plan and support

4 Clear organizational objectives 11 Autonomy and freedom

5 Job skills and expertise

6 Direction and leadership 14 Ability of dealing with risk

7 Trust, respect, credibility 15 Effort and commitment to results

Figure 8. Example of application of the revised RDSM model

Source: Shetach Ana, 2009: 12

268

CONSIDERATIONS ON PERFORMANCE MANAGEMENT MODELS OF WORK TEAMS IN THE CONTEXT OF GLOBALIZATION

6. CONCLUSIONS The studied models refer to the impact of role assignment during the process of evolution of the team, to choosing the adequate management style for the implementation of high performance teams, diagnosis methods, each focusing on different variables, not the same ones, some made only for certain types of teams. Numerous articles leave room for further research, the analysis of the effect of some variables not leading to the possibility of issuing relevant conclusions.

Teams do not always function according to the same “manual”, function of the objective for which they were created. An uninspiredly built team, an uninspired role assignment may generate conflicts especially in EIM.

The role of performance management would be on the one hand to ensure the attainment of long term performance and on the other hand to transform a team without special performances into a high performance team. On the other hand, managerial performances consist of the extent in which the manager has fulfilled his/her commitments undertaken under the management contract, following aspects such as: the quality of the adopted strategy, reflected in the level of improvement of team performance since taking over the manager position; the interpersonal relations of the members of the team, the cooperation – competition relations between the members, the solidarity degree regarding the responsibility of the made decisions; the synergy of the joint action (stimulating creativity); in other words, the extent in which he/she knew how to act upon variables with effects on performance.

The complexity of efficient EIM requires the analysis of the intercultural differences regarding communications, interrelations (Ghilic&Stoica,2003). Rich communication, collaboration and creative conflict characterize the integration of knowledge into the teams.

On the other hand, efficient teams (Alavi&Tiwana, 2001) require a process of knowledge enrichment and solving problems in common in order to attain the objectives. This process requires a sustained environment of interpersonal interactions. When the team members do not interact it is unlikely to achieve the integration of knowledge effectively or efficiently.

The cultural differences influence the communication behaviour of the team members. Persons belonging to different cultures are different regarding the way of communication and behaviour within the team, depending on several factors, such as the different degree of motivation in finding information and disclosing it.

No matter how well organized work may be and how good employees may be, the result can be negative in the absence of an adequate motivation, the relation between the reward program and the team success being clear.

Which are better, the individual rewards, rewarding the team as a whole or a combination of the two? If we are dealing with intercultural teams, to which culture must the motivation system be adapted in order to be efficient, the national culture of origin or the organizational culture?

Managers often wonder which are the most adequate sources of people motivation, ideally taking into account the way in which they function for different persons. Motivation is closely related to performance and both are determined by each person’s will of personal development. Nevertheless, organizational culture, the mission and the philosophy, as well as the organization and management systems strongly influence these two dynamic dimensions of the type cause-effect.

The manager’s behaviour is reflected into the satisfaction of the team members. The manager’s performance is influenced by the satisfaction of the team members regarding his/her ability to solve conflicts and to achieve an open communication within the team (Jeanquart&Mangold , 2002). It means that the proper management style should be applied depending on different situational factors.

The performed research reflects the need to look at team work as a multidimensional construction, together with the necessity of the parallel development of the individual, of the team and of the organization.

PROPOSALS The research proposes the improvement of knowledge, wishing to bring clarifications to the following questions:

• the identification and typologization of performance management models with the best applicability over the intercultural work teams;

• intercultural management;

• identifying the variables over which intercultural management as a component of performance management can intervene for the purpose of increasing team performance.

• the major objective of the research is to identify what the performance management of EIM consists in.

– why must we integrate intercultural as-pects into the managerial process of the team?

what must be done in this sense (methods, tactics)

how must it be done (operationally, instruments, techniques)

• has one confirmed the hypothesis that intercultural management increases the chances of an intercultural work team to become efficient in comparison with the management of a monocultural team?

269

Daniela HAŞ

BIBLIOGRAPHY 1. Dowling, P.J., Festing, M., Engle Sr, A.D. (2009) International human resource management-

Managing people in a multinational context, USA: South-Western Cengage Learning. 2. Nash, Susan (1999) Turning Team Performance Inside out Team Types and Temperament for High-

Impact Results, California: Davies-Black Publishing

Articles 3. Alexei V. Matveev, Richard G. Milter, 2004, The value of intercultural competence for performance

of multicultural teams, http://www.emeraldinsight.com/Insight/viewContentItem. do;jsessionid= 071846D0D8372C1A34B0EF0FD633AD2C?contentType=Article&contentId=882898

4. Applied Synergistics International, Team development, disponibil online la: www.asiorg.com/ solutions/teams.htm, accesat la 10 iunie 2010

5. Bibu, N.A., Brancu, Laura, Convergences of the Romanian societal culture with European culture clusters in the process of European integration. The role of intercultural teams management in increasing European cohesion, 2008, http://mpra.ub.uni-muenchen.de/9476/

6. Cacioppe Ron, Roger Stace , Integral team effectiveness: validity analysis of a theory-based team measure , www.emeraldinsight.com/1352-7592.htm Team Performance Management Vol. 15 No. 5/6, 2009 pp. 220-234

7. Courtney Hettie S., Ernelyn Navarro, Carrie A. O’Hare ,The Dynamic Organic Transformational (D.O.T.) team model for high-performance Knowledge-worker teams, Team Performance Management Vol. 13 No. 1/2, 2007 pp. 34-46 ww.emeraldinsight.com/1352-7592.htm

8. Ghilic, Micu, B.,Stoica, M., Revista Informatica Economică, nr 3(27)2003, Echipa virtuală-forma de muncă colaborativă în economia de reţea

9. Hertel Guido,, Susanne Geister, Udo Konradt, Managing virtual teams: A review of current empirical research, www.sciencedirect.co, 2005

10. Low Sui-Pheng and Sarah Danielle Khoo, Team performance management enhancement trough Japanese 5-S principles, http://www.emerald-library.com Team Performance Management: An International Journal Volume 7 . Number 7/8 . 2001 . pp. 105-111

11. Margerison Cherles, Team competencies, http://www.emerald-library.com Team Performance Management: An International Journal Volume 7 . Number 7/8 . 2001 . pp. 105-111

12. Markic Daniel J. Alberts, A model of multidiscipline teams in knowledge-creating organizations, www.emeraldinsight.com/1352-7592.htm Team Performance Management Vol. 13 No. 5/6, 2007 pp. 172-183

13. Maryam Alavi , Amrit Tiwana, 2001, Knowledge ntegration in Virtula Teams:The Potential Role of MS, http://papers.ssrn.com/sol3/papers.cfm?abstract_id=934015

14. Miles Sandy Jeanquart, Glynn Mangold , The impact of team leader performance on team member satisfaction: the subordinate’s perspective http://www.emerald-library.com Team Performance Management: An International Journal Volume 8 . Number 5/6 . 2002 . pp. 113-121

15. Oya Aytemiz Seymen, 2006, The cultural diversity phenomenon in organisations and different approaches for effective cultural diversity, http://www.emeraldinsight.com/Insight/ viewContentItem.do;jsessionid=071846D0D8372C1A34B0EF0FD633AD2C?contentType=Article&contentId=1580590

16. P.Catska, C.J.Bamber, J.M.Sharp, P.Belohoubek, Factors affecting successful implementation of high performance teams http://www.emerald-library.com Team Performance Management: An International Journal Volume 7 . Number 7/8 . 2001 . pp. 123-134

17. Ross T. Meredith, Erick C. Jones, Stephanie G. Adams, Can team effectiveness be predicted? www.emeraldinsight.com/1352-7592.htm Team Performance Management Vol. 14 No. 5/6, 2008 pp. 248-268

18. Shetach Ana, The revised decision-square model (RDSM) A tool for effective decision-implementation in teams, http://www.emerald-library.com /1352-7592.htm, 2009

19. Yeh Elizabeth , Charlene Smith, Claretha Jennings, Nancy Castro, Team building: a 3-dimensional teamwork model, Team Performance Management Vol. 12 No. 5/6, 2006 pp. 192-197, www.emeraldinsight.com/1352-7592.htm

270